A PROPOSED FRAMEWORK FOR MOVING ORGANISATIONAL TEAMS TOWARDS SHARED LEADERSHIP
A PROPOSED FRAMEWORK FOR MOVING ORGANISATIONAL TEAMS TOWARDS SHARED LEADERSHIP
The challenges facing organisations today require an exhaustive review of the
strategic role of leadership. The complex and ambiguous situations encountered
by the contemporary organisation make it difficult for a single external leader to
perform all leadership functions successfully. In this regard, it is necessary to
explore new types of leadership capable of providing an effective response to new
needs. A solution to this problem in the form of shared leadership and engaging
the potential of entire organisations has been identified. Therefore, the purpose of
this conceptual paper is to identify and map factors that support the development
of shared leadership in organisations. Antecedent factors that are likely to
influence the development of shared leadership are the internal team environment,
comprising a shared purpose, social support, voice, and the components of shared
leadership. An integrative literature approach was conducted to review, critique
and express what the literature says about the antecedent factors that influence
shared leadership emergence in organisations. Based on the reviews, this paper
makes a valuable contribution to the literature on shared leadership by proposing a
five-step sequential staircase framework consisting of conditions and actions that
would be required to move teams in organisations towards shared leadership. The
proposed framework gives a relatively clear indication of the organisational
environment that needs to be established for effective implementation of shared
leadership. From the researcher’s perspective, the value of knowing the
operational conditions, the implications of and the existing critique of shared
leadership could constitute a foundation from which to conduct new research.
___
- Bergman, J., Rentsch, J., Small, E., Davenport, S. & Bergman, S. (2012). The
Shared Leadership Process in Decision-Making Teams. Journal of Social
Psychology, 152(1), 17–42.
- Bligh, M., Pearce, C. & Kohles, J. (2006). The importance of self- and shared
leadership in team-based knowledge work. Journal of Managerial Psychology,
21(4), 296–318.
- Carson, J., Tesluk, P. & Marrone, J. (2007). Shared Leadership in Teams: An
Investigation of Antecedent Conditions and Performance. Academy of
Management Journal, 50(5), 1217–1234.
- Cawthorne, J.E. (2010). Leading from the Middle of the Organization: An
Examination of Shared Leadership in Academic Libraries. Journal of Academic
Librarianship, 36(2), 151–157.
- Chen, G., Kanfer, R., Kirkman, B. L., Allen, D. & Rosen, B. (2007). A multilevel
study of leadership, empowerment, and performance in teams. Journal of Applied
Psychology, 92(2), 331–346.
- Conger, J.A. & Pearce, C.L. (2003). A landscape of opportunities: Future research
in shared leadership. In C.L. Pearce & J.A. Conger (Eds.), Shared Leadership (pp.
285–303). Thousand Oaks, CA: Sage.
- Cserháti, G. & Szabó, L. (2014). The relationship between success criteria and
success factors in organisational event projects. International Journal of Project
Management, 32, 613–24.
- D’Innocenzo, L., Mathieu, J. & Kukenberger, M. (2014). A meta-analysis of
different forms of shared leadership–team performance relations. Journal of
Management, 20(10), 1–28.
- Day, D.V. (2007). Chapter 2: Structuring the Organization for Leadership
Development, in Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis,
Kimberly B. Boal, Nancy Lane (ed.). Being There Even When You Are Not
(Monographs in Leadership and Management, Volume 4), Emerald Group
Publishing, pp.13–30.
- DeRue, D.S., Barnes, C.M. & Morgeson, F.P. (2010). Understanding the
motivational contingencies of team leadership. Small Group Research, 41(5),
621–651.
- Drescher, M., Korsgaard, M., Welpe, I., Picot, A. & Wigand, R. (2014). The
dynamics of shared leadership: Building trust and enhancing performance.
Journal of Applied Psychology, 99(5), 771–783.
- Druskat, V.U. & Wheeler, J.V. (2003). Managing from the boundary: The
effective leadership of self-managing work teams. Academy of Management
Journal, 46, 435–457.
- Ensley, M.D., Hmieleski, K.M. & Pearce, C.L. (2006). The importance of vertical
and shared leadership within new venture top management teams: Implications for
the performance of startups. Leadership Quarterly, 17(3), 217–231.
- Erkutlu, H. (2012). The impact of organizational culture on the relationship
between shared leadership and team proactivity. Team Performance Management,
18(1), 102–119.
- Friedrich, T.L., Vessey, W.B., Schuelke, M.J., Ruark, G.A. & Mumford, M.D.
(2009). A framework for understanding collective leadership: The selective
utilization of leader and team expertise within networks. The Leadership
Quarterly,20, 933–958.
- Grille, A., Schulte, E. & Kauffeld, S. (2015). Promoting shared leadership: A
Multilevel analysis investigating the role of prototypical team leader behavior,
psychological empowerment, and fair rewards. Journal of Leadership and
Organisational Studies, 1–16.
- Hackman, J.R. & Wageman, R. (2005). A theory of team coaching. Academy of
Management Review, 30, 269–287.
- Hackman, J.R. & Walton, R.E. (1986). Leading groups in organizations. In P.S.
Goodman & Associates (Eds.), Designing effective work groups: 72–119. San
Francisco: Jossey-Bass.
- Hoch, J.E. (2014). Shared leadership, diversity, and information sharing in teams.
Journal of Managerial Psychology, 29(5), 541–564.
- Hoch, J.E., & Kozlowski, S.W.J. (2014). Leading Virtual Teams: Hierarchical
Leadership, Structural Supports, and Shared Team Leadership. Journal of Applied
Psychology, 99(3), 390–403.
- Jackson, S. (2000). A qualitative evolution of shared leadership barriers, drivers,
and recommendations. Journal of Management in Medicine, 14(3/4), 166–178.
- Kenrick, D., Griskevicius, V., Neuberg, S. & Schaller, M. (2010). Renovating the
Pyramid of Needs: Contemporary Extensions Built Upon Ancient Foundations.
Perspectives On Psychological Science: A Journal of The Association For
Psychological Science, 5(3), 292–314.
- Knight, D., Durham, C.C. & Locke, E.A. (2001). The relationship of team goals,
incentives, and efficacy to strategic risk, tactical implementation, and
performance. Academy of Management Journal, 44, 326–338.
- Kocolowski, M.D. (2010). Shared leadership: Is it Time for a Change? Emerging
Leadership Journeys, 3(1), 22–23.
- Kozlowski, S.W.J. & Bell, B.S. (2003). Work groups and teams in organizations.
In W.C. Borman, D.R. Ilgen & R. Klimoski, Handbook of psychology: Industrial
and organizational psychology: Vol 12 (pp. 333–375). London: Wiley.
- Kozlowski, S.W.J., Gully, S.M., Salas, E. & Cannon-Bowers, J.A. (1996). Team
leadership and development: Theory, principles, and guidelines for training
leaders and teams. In M.M. Beyerlein, D.A. Johnson, et al. (Eds.), Advances in
interdisciplinary study of work teams: Team leadership, Vol. 3: 253–292.
Greenwich, CT: JAI Press.
- Lee, D., Lee, K., Seo, Y. & Choi, D. (2015). An analysis of shared leadership,
diversity, and team creativity in an e-learning environment. Computers In Human
Behavior, 42, 47–56.
- Liu, S., Hu, J., Li, Y., Wang, Z. & Lin, X. (2014). Examining the cross-level
relationship between shared leadership and learning in teams: Evidence from
China. The Leadership Quarterly, 25, 282-295.
- Locke, E.A. & Latham, G.P. (2002). Building a practically useful theory of goal
setting and task motivation. American Psychologist, 57(9), 705–717.
- Manz, C.C., Pearce, C.L. & Sims, H.P. (2009). The ins and outs of leading teams:
An overview. Organisational Dynamics, 83(3), 179–182.
- McIntyre, H. & Foti, R. (2013). The impact of shared leadership on teamwork
mental models and performance in self-directed teams. Group Processes &
Intergroup Relations, 16(1), 46–57.
- McIntyre, M.G. (1999). Five ways to turn your management team into a
leadership team. The Journal for Quality and Participation, 22(4) 40–44.
- McLeod, L. & MacDonell, S.G. (2011). Factors that affect software systems
development project outcomes: A survey of research. ACM Computing Surveys
43, 1–56.
- Mielonen, J. (2011). Making sense of shared leadership. A case study of
leadership processes and practices without formal leadership structure in the team
context. Unpublished Doctor of Science Thesis (Technology), Finland,
Lappeenranta University of Technology.
- Miles, S.A. & Watkins, M.D. (2007). The leadership team: Complementary
strengths or conflicting agendas? Harvard Business Review, 85(4), 90–98.
- Morgeson, F., DeRue, D. & Karam, E. (2010). Leadership in teams: A functional
approach to understanding leadership structures and processes. Journal of
Management, 36(1), 5–39.
- O’Toole, J., Galbraith, J., & Lawler, E.E. (2002). When two (or more) heads are
better than one: The promise and pitfalls of shared leadership. California
Management Review, 44(4), 65–83.
- Ostroff, C., Kinicki, A. & Tamkins, M. (2003). Organizational culture and
climate. In W.C. Borman, D.R. Ilgen & R.J. Klimoski, Handbook of psychology:
Industrial and organizational psychology, Vol. 12 (pp. 565–593). Hoboken, NJ:
John Wiley & Sons.
- Pearce, C. & Manz, C. (2005). The New Silver Bullets of Leadership: The
Importance of Self- and Shared Leadership in Knowledge Work. Organisational
Dynamics, 34, 130–140.
- Pearce, C. & Wassenaar, C. (2014). Leadership is like fine wine: it is meant to be
shared, globally. Organizational Dynamics, 43(1), 9–16.
- Pearce, C., Wassenaar, C. & Manz, C. (2014). Is shared leadership the key to
responsible leadership? Academy of Management Perspectives, 28(3), 275–288.
- Pearce, C.L. & Sims, H.J. (2002). Vertical versus shared leadership as predictors
of the effectiveness of change management teams: An examination of aversive,
directive, transactional, transformational, and empowering leader behaviors.
Group Dynamics: Theory, Research, And Practice, 6(2), 172–197.
- Perry, M. L., Pearce, C. L. & Sims, H. P. (1999). Empowered selling teams: How
shared leadership can contribute to selling teams outcomes. Journal of Personal
Selling & Sales Management, 14, 35–51.
- Schein, E. H. (1992). Organizational culture and leadership, 2nd ed. San
Francisco, CA: Jossey-Bass.
- Schein, E.H. (2010). Organizational Culture and Leadership. San Francisco:
Jossey-Bass, vol. 4.
- Seers, A., Keller, T. & Wilkerson, J. M. (2003). Can team members share
leadership? Foundation in research and theory. In C.L. Pearce & J.A. Conger,
Shared leadership: Reframing the hows and whys of leadership (pp. 77–102).
Thousand Oaks, CA: Sage.
- Slantcheva-Durst, S. (2014). Shared Leadership as an Outcome of Team Processes: A
Case Study. Community College Journal of Research & Practice, 38(11), 1017–1029.
- Small, E. & Rentsch, J. (2010). Shared leadership in teams: A matter of
distribution. Journal of Personnel Psychology, 9(4), 203–211.
- Somehagen, J. & Johansson, V. (2015). Shared Leadership and Future Potential.
Why do, How to and the What? Unpublished Master’s Thesis. Sweden, Linnaeus
University.
- Turner, J.R. & Müller, R. (2005). The project manager’s leadership style as a
success factor on projects: A literature review. Project Management Journal, 36,
49–61.
- Walker, A. G., Smither, J.W. & Waldman, D. (2008). A longitudinal examination
of concomitant changes in team leadership and customer satisfaction. Personnel
Psychology, 61(3), 547–577.
- Wang, D., Waldman, D.A. & Zhang, Z. (2014). A meta-analysis of shared
leadership and team effectiveness. Journal of Applied Psychology, 99(2), 181–
198.
- Wellman, N. (2011). Enabling shared leadership structures in hierarchical teams.
Unpublished dissertation. University of Michigan.
- Wood, M.S. (2005). Determinants of shared leadership in management teams.
International Journal of Leadership Studies, 1(1), 64–85.
- Yammarino, F., Salas, E., Serban, A., Shirreffs, K. & Shuffler, M. (2012).
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science
and Practice. Industrial And Organizational Psychology-Perspectives On Science
And Practice, 5 (4), 382-402.
- Zidane, Y.J., Bassam, T.A., Hussein, J.G. & Ekambaram, A. (2016).
Categorization of organizational factors and their impact on project performance.
Procedia – Social and Behavioral Sciences, 226, 162–69.